Governance
Chair and CEO Roles and Responsibilities
Effective corporate governance supports the long-term success and sustainability of our business and strategy – our Chair and CEO deliver them both.
Tim Cobbold
Chair
Responsibilities
- Responsibility for the leadership and effective running of the Board and chairing its meetings
- Ensuring the Board, as a whole, plays a full and constructive part in the development and determination of the Group’s strategy and overall commercial objectives
- Setting the agenda for, and frequency of, meetings of the Board and ensuring the Board receives accurate, timely and clear information on which to base decisions
- Ensuring that adequate time is available for the Board to consider all agenda items
- Promoting a culture of openness and debate and facilitating the effective contribution and active engagement of all Directors
- Ensuring there is effective communication between the Group and its shareholders and that the Board understands the views of major investors in the Group
- Promoting the highest standards of integrity, probity and corporate governance
- Ensuring constructive relations between the Non-Executive and Executive Directors
- Regularly considering the Board’s succession planning and composition
- Ensuring that the performance of the Board, its Committees and individual Directors are formally and rigorously evaluated at least once a year
- Providing an independent perspective and constructive challenge
Hans Dieltjens
Chief executive
Responsibilities
- Responsible for running the business of the Company and its subsidiaries
- Proposing and developing the Group’s strategy and overall commercial objectives
- Regularly reviewing the Group’s operational performance, cost control and operating efficiencies and recommending to the Board the annual budget and financial plans for the Group
- Reporting to the Chair and the Board on the progress of the strategy, the Group’s performance and operational matters
- Maintaining a dialogue with the Chair and the Board on important and strategic issues facing the Group
- Providing a structure for the timely and accurate disclosure of information
- Ensuring the Board’s strategies, objectives and decisions are implemented in a timely and effective manner
- Developing senior talent and succession planning
- Progressing in conjunction with the Chief Financial Officer and, where relevant, the Chair, the Company’s communication programme with its shareholders
- Ensuring effective communication with shareholders, employees and other stakeholders, in order to understand their concerns and communicate issues to the Board
- Promoting and conducting the affairs of the Group with the highest standards of integrity, probity and corporate governance
- Safeguarding the reputation of the Group and managing the Group’s risk profile
- Maintaining strong relationships with OEM customers